HRD Research Paper Example | Topics and Well Written Essays - 1500 words

HRD - Research Paper Example In this relationship, rules are created and enforced to ensure smooth running of the organisation and its effectiveness. Different actors are involved in this process including employer, employee, trade unions, and the government or state. Such a relationship may be harmonious, conflictual or antagonistic depending on the context and ideologies. This forms the core of employment relations that this report will focus on. This is a report to the boss of a multinational mining company in Australia seeking to engage the services of skilled immigrant workers under Temporary Work (Skilled) (subclass 457) visas. Bill is a newly appointed ER manager at a multinational mining company in Australia. This is the first time he is working in the mining industry having prior experience in heavy engineering and utilities. The company is about to take over operations of an existing mine on a remote site in WA. However, many mining companies in Australia claim to be facing skill shortages and reduced competitiveness due to rising labour costs thus the problem is how to fill this skill gap. The most reasonable option is to source labour from local market but since this is not forthcoming, the option of immigrants is crucial. For a long time, Australia has been using the services of immigrants to fill skill gaps. These may be filled by permanent skilled immigrants, or temporary immigrants who include: holidaymakers, students and temporary (long stay) immigrants. Jakubowicz (2013) indicates that temporary business (long stay) visas were introduced by the Howard government in 1996. Prior to that Australia was not keen on employing immigrants but permanent skilled immigrants are considered Australian citizens hence appropriate to work in Australia under prevailing working conditions and labour laws. However, the option of temporary (long stay) visas has enabled Australia to

Understanding Leadership Styles Essay Example for Free

Understanding Leadership Styles Essay There are a number of factors that will influence the style of leadership a leader may choose, such as: The working environment, The task or project that is being tackled, The staff themselves and their preferred style of working, along with their personal traits and qualities How do you determine what is an appropriate style? Any leader uses a range of different styles at different times during the course of a single day. Decisions have to be made and it may be appropriate for different styles of leadership at different times, and for different situations during that day. Another factor that has to be considered when choosing a leadership style is that the leadership style at the beginning should be consistent with what people in the organization expect. Transactional leadership This is done by enticing staff with rewards such as bonuses, prizes, something that will be of benefit to the staff member; these are achieved by setting targets. The outcome of this will be that the target is achieved but the morale of the team may be affected with some doing very well and gaining great recognition, others not so well which can demoralise the staff and affect their enthusiasm for future tasks. Transformation leadership This is a beliefs and values type of leading getting the team to believe the vision of the final aim. This is done by talking and listening to the team and being positive and enthusiastic about the aim. One of the benefits of this type of leadership in comparison with Transactional leadership is that no one feels like they are being singled out for under achieving as they are all working together and believe in the leaders vision, this is done by encouraging individuals values and enthusiasm for the task. Authentic Leadership This is a leader who is extremely good at what they do whilst remaining grounded and in touch with their workforce, an assumed leader rather than elected. They can inspire their staff to achieve great things with their passion commitment and drive, whilst still connecting with their team by showing their appreciation and encouragement to team members. Autocratic Leadership Autocratic leaders insist on doing it all themselves. They have all the power, make all the decisions, and dont often tell anyone else about what theyre doing. An autocratic leader often maintains their authority by force, intimidation, threats, reward and punishment, or position. Although they may or may not have a clear vision, and may or may not be steering the organization in the right direction, they are not concerned with whether anyone else agrees with what them or not. One positive with autocratic leadership is that it allows quick decision-making, and eliminates arguments over how and why things get done. On the negative it may reduce the likelihood of getting a range of different ideas from different people, and can make people feel as though they are being treated badly, or as if they dont matter. If, as is often true, the leader is concerned with his own power and status, hell be looking over his shoulder, and moving to squelch any opposition to him or his ideas and decisions. Innovation or the use of others ideas is only permissible if its part of the leaders plan. Effects on the organization. Autocratic leaders often leave fear and mistrust in their wake. Others in the organization tend to copy their protection of their position, and their distrust of others ideas and motives. Often, autocratically -led organizations are not particularly supportive of personal relationships, but much more keyed to chain-of-command. Everyone has her own sphere, and protects it at all costs. Communication tends to go in only one direction up as a result of which rumor can become the standard way of spreading news in the organization. At its best (and there are decent autocratic leaders see the box directly below ), autocratic leadership provides a stable and secure work environment and decisive, effective leadership. All too often, however, it can sacrifice initiative, new ideas, and the individual and group development of staff members for the predictability of a highly structured, hierarchical environment where everyone knows exactly what hes supposed to do, and follows orders without  question. Although the above paints a pretty bleak picture, many autocratic leaders are not hated and feared, but rather esteemed, and even loved. It depends on their own personalities like anyone else, they can be nice people, or highly charismatic, or even willing to listen to and act on others ideas on the organization itself (in the military, most soldiers want someone firmly in charge), on the quality of their decisions, and on the needs of the people they lead. If theyre generally decent and not abusive, make good deci sions for the organization, and fulfil the parent-figure or authority -figure image that most people in the organization are looking for, they can be both effective and well-respected. 2. Managerial. The leader who sees herself as a manager is concerned primarily with the running of the organization. Where its going is not at issue, as long as it gets there in good shape. She may pay attention to relationships with and among staff members, but only in the service of keeping things running smoothly. Depending upon the nature and stability of the organization, her main focus may be on funding, on strengthening the organizations systems and infrastructure (policies, positions, equipment, etc.), or on making sure day-to-day operations go well (including making sure that everyone is doing what hes supposed to). If shes efficient, a managerial leader will generally be on top of whats happening in the organization. Depending on the size of the organization and her management level, shell have control of the budget, know the policies and procedures manual inside out, be aware of whos doing his job efficiently and whos not, and deal with issues quickly and firmly as they co me up. What she wont do is steer the organization. Vision isnt her business; maintaining the organization is. Effects on the organization. In general, a well-managed organization, regardless of its leadership style, is a reasonably pleasant place to work. Staff members don t have to worry about ambiguity, or about whether theyll get paid. As long as oversight is relatively civil no screaming at people, no setting staff members against one another things go along on an even keel. Good managers even try to foster friendly relationships with and among staff, because they make the organization work better. On the other hand, good management without a clear vision creates an organization with no sense of purpose. The organization may simply act to support the status quo, doing what it has always done in order to keep  things running smoothly. That attitude neither fosters passion in staff members, nor takes account of the changing needs (and they do change) of the target population or the community. The organization may do what it does efficiently and wellbut what it does may not be what it should be doing, and it wont be examining that possibility any time soon. Obviously, the leader of any organization as well as any other administrator has to be a manager at least some of the time. Many are in fact excellent managers, and keep the organization running smoothly on a number of levels. The issue here is the style that person adopts as a leader. If she sees management as her primary purpose, shes a managerial leader, and will have a very different slant on leadership than if her style is essentially democratic, for instance. 3. Democratic. A democratic leader understands that there is no organization without its people. He looks at his and others positions in terms of responsibilities rather than status, and often consults in decision-making. While he solicits, values, and takes into account others opinions, however, he sees the ultimate responsibility for decision-making as hi s own. He accepts that authority also means the buck stops with him. Although he sees the organization as a cooperative venture, he knows that he ultimately has to face the consequences of his decisions alone. Democratic leadership invites the participation of staff members and others, not only in decision-making, but in shaping the organizations vision. It allows everyone to express opinions about how things should be done, and where the organization should go. By bringing in everyones ideas, it enriches the organizations possibilities. But it still leaves the final decisions about what to do with those ideas in the hands of a single person. Some models of democratic leadership might put the responsibility in the hands of a small group a management team or executive committee rather than an individual. Effects on the organization. Democratic leadership, with its emphasis on equal status, can encourage friendships and good relationships throughout the organization. (In more hierarchical organizations, clerical staff and administrators are unlikely to socialize, for instance; in a democratically-led organization, such socialization often happens.) It helps people feel valued when their opinions are solicited, and even more so if those opinions are incorporated into a final decision or policy. What a democratic leadership doesnt necessarily do although it can is  establish staff ownership of the organization and its goals. Although everyone may be asked for ideas or opinions, not all of those are used or incorporated in the workings of the organization. If there is no real discussion of ideas, with a resulting general agreement, a sense of ownership is unlikely. Thus, democratic leadership may have some of the drawbacks of autocratic leadership a lack of buy-in without the advantages of quick and clear decision-making that comes with the elimination of consultation. 4. Collaborative. A collaborative leader tries to involve everyone in the organization in leadership. She is truly first among equals, in that she may initiate discussion, pinpoint problems or issues that need to be addressed, and keep track of the organization as a whole, rather than of one particular job. But decisions are made through a collaborative process of discussion, and some form of either majority or consensus agreement. Toward that end, a collaborative leader tries to foster trust and teamwork among the staff as a whole. A collaborative leader has to let go of the need for control or power or status if she is to be effective. Her goal is to foster the collaborative process, and to empower the group whether the staff and others involved in an organization, or the individuals and organizations participating in a community initiative to control the vision and the workings of the organization. She must trust that, if people have all the relevant information, theyll make good decisionsand she must make sure that they have that information, and provide the facilitation that assures those good decisions. Effects on the organization. Collaborative leadership comes as close as possible to ensuring that members of the organization buy into its vision and decisions, since they are directly involved in creating them. It comes closest to the goal of servant leadership explored in the previous section (Please see Chapter 13, Section 2: Servant Leadership: Accepting and Maintaining the Call of Service), and it also comes closest to reflecting the concepts of equality and empowerment included in the philosophy and miss ion of so many grass roots and community-based organizations. It thus removes much of the distrust that often exists between line staff and administrators. David Chrislip and Carl E. Larson, in Collaborative Leadership How Citizens and Civic Leaders Can Make a Difference, equate collaborative leadership not only with servant leadership, but with transformational (see below) and  facilitative leadership as well. They identify four characteristics of the collaborative leader: * Inspiring commitment and action. The collaborative leader helps people develop the vision and passion to start and maintain the work. * Leading as a peer problem solver. The collaborative leader facilitates problem solving by modeling and teaching a process, and by helping others bring their experience and ideas to bear. * Building broad-based involvement. The collaborative leader invites everyone concerned into an inclusive process. * Sustaining hope and participation. Reaching goals may take a long time. The collaborative leader both helps the group set interim goals so it can see progress, and, by example and in other ways, helps to maintain the passion and commitment to keep going when theres no end in sight. Collaborative leaders also generally foster close relationships among staff members, making for more communication and cross-fertilization in their work, and leading to more effective ways to accomplish the organizations goals. On the down side, management can be neglected in favor of building a collaborative organization. Even more to the point, collaborative decision-making can be excruciating. Depending upon the group, ideas can be talked to death, and insignificant disagreements about insignificant areas of policy can take hours to resolve. Collaborative decision-making can be democratic based on a majority vote after discussion or dependent on arriving at consensus, with a range of possibilities in between. Consensus decision-making is particularly difficult, in that it requires everyone to agree before a decision can be made. A single determined individual can derail the process indefinitely. Even at its best, a consensus process can take inordinate amounts of time, and try the patience of all involved. Its not impossible to employ, but it takes real commitment to the ideal of consensus, and enormous patience. In practice, true consensus decision-making is most often used in collective organizations, which are significantly different from collaborative ones, and often involve everyone in leadership. Another way of looking at leadership style A different view, popularized by James MacGregor Burns, contrasts two styles of leadership: transactional and transformational. Transactional leadership, as its name implies, views leadership as based on transactions  between leader and followers. The leader sees human relations as a series of transactions. Thus rewards, punishments, reciprocity, exchanges (economic, emotional, physical) and other such transactions are the basis of leadership. In simplest terms, I lead this organization by paying you and telling you what you need to do; you respond by doing what you need to do efficiently and well, and the organization will prosper. Transformational leadership looks at leadership differently. It sees a true leader as one who can distill the values and hopes and needs of followers into a vision, and then encourage and empower followers to pursue that vision. A transactional leader thinks of improvement or development as doing the same thing better: an organization that reaches more people, a company that makes more money. A transformational leader thinks about changing the world, even if only on a small scale. Combining the two views of leadership style These two ways of looking at leadership style are not mutually exclusive: in fact, its easier to look at leadership in the context of both. Assuming, as almost all leadership theorists do, that transformational is either better than, or a necessary addition to, transactional leadership, what elements go into creating a transformational leader? What styles are transformational leaders likely to employ, and how? Elements of transformational leadership The transformational leader conceives of leadership as helping people to create a common vision and then to pursue that vision until its realized. She elicits that vision from the needs and aspirations of others, gives it form, and sets it up as a goal to strive for. The vision is not hers: it is a shared vision that each person sees as his own. Martin Luther Kings overwhelming I Have A Dream speech derived its power not only from the beauty of his oratory, but from the fact that it crystallized the feelings of all those citizens, of all races, who believed that racism was a great wrong. In that speech, King spoke with the voices of the hundreds of thousands who stood before the Lincoln Memorial, and of millions of others who shared in his vision. That speech remains as the defining moment of the Civil Rights struggle, and defined King who had already proved his mettle in Birmingham and elsewhere as a transformational leader. The conception behind transformational leadership is thu s providing and working toward a  vision, but also has elements of empowerment, of taking care of people, and even of task orientation. The job of the transformational leader is not simply to provide inspiration and then disappear. It is to be there, day after day, convincing people that the vision is reachable, renewing their commitment, priming their enthusiasm. Transformational leaders work harder than anyone else, and, in the words of a spiritual, keep their eyes on the prize. The methods that transformational leaders might use to reach their goals can vary. Theyll virtually always include involving followers in the goal, as well as charisma, which comes, if not from personal characteristics, from the ability to put a mutual vision into words, and to move a group toward the realization of that vision. Transformational leaders may also use sharing power, setting an example, and/or persuasion to help move a group toward its goal. What style does all that imply? The managerial style is perhaps least appropriate to transformational leadership, since it pays no attention to vision. The autocratic pays little attention to the ideas of others, and is not generally congenial to the transformational leader. On the other hand, there was Hitler, who tapped into the deepest emotions of those he led, and voiced them in a frightening but highly effective way. There is no guarantee that a transformational leader will work for the betterment of humanity, although he may c ouch his vision in those terms. The intersection of the transformational and the autocratic is not impossible, but it usually has, at best, mixed results. Fidel Castro initiated and has maintained desperately-needed land, education, health, and other reforms in Cuba, for which he is still revered by much of the islands population. He also eliminated any vestige of political freedom, imprisoned and executed dissenters and political opponents, and was at least partially responsible for destroying much of Cubas economic base in the name of ideological purity. As with the four styles described earlier, there is no guarantee that either a transactional or transformational leader will be an effective one. The democratic and collaborative styles are both better possibilities for transformational leadership. Both allow for input from everyone, and both encourage participation in the realization of long-term goals. It can be difficult for a highly motivated, charismatic leader to operate in the collaborative mode, but it can also be tremendously satisfying. There is an argument to be made  that, because of the high degree of ownership of the vision in a collaboratively-run organization, the collaborative style could be the most successful for transformational leadership. As noted above, David Chrislip and Carl Larson actually see collaborative and transformational leadership as essentially the same.  and of course the leaders qualities and personal traits are a major factor, whether they are confident , inspirational, approachable, committed, knowledgeable, disciplined, open minded, responsible, positive, energising , trustworthy,

Ruby Bridges :: essays research papers

Thanks to her good grades, Ruby is chosen to be a pioneer in breaking down the walls of segregation. Through her entire first school year with white children, this brave little black girl is escorted by four federal marshals through a crowd of angry white protestors in front of the school. Miss Henry, Ruby’s teacher from Boston, works with Ruby since none of the regular teachers will have anything to do with her. Through the hard work of the people who told Ruby to attend the white school and through the determination of Ruby, Miss Henry, and Mr. and Mrs. Bridges, Ruby overcame discrimination, racism, prejudice, stereotyping, and educational equalities. The discrimination Ruby faced went entering the schools everyday was horrible. The protesters yelled mean and very hurtful things at her. Discrimination is motivated by prejudice. The protesters used the discrimination of blacks to try and deny Ruby the right to go to a white school. Racism was a huge factor in the protesters’ decisions to yell nasty things at Ruby. The white people thought they were superior to black people; therefore, not allowing to let Ruby into â€Å"their† school. The prejudice shown toward Ruby was uncalled for. The white people showed massive amounts of prejudice toward Ruby even though the people don’t know Ruby. They don’t understand the kind hearted, well behaved little girl Ruby is. When the protesters look at Ruby all they see is the color of her skin. Ruby was stereotyped by the people standing outside the school. The hurtful things they shouted at her were driven by stereotypical ideas. They based their opinions about Ruby without understanding with full knowledge and open minds what Ruby was all about. Instead, they made an inaccurate judgment based on the color of her skin. This movie is a perfect example of educational inequalities in the 1960s.

Bra Boys Analysis

The identity of the Bra Boys can be seen through their values and attitudes. They are presented through the Cody, the value of brother ship and Attitude of brother ship through their tattoos and being there for each other. In part 1 of Bra boys, the Boys had taken Jesse Pollock and other younger people on trips to surf. This had been carried on from what the other Bra Boys did for Cody and his friends. This shows their values of their society and community, as they are willing to give the younger generations to toughen up and be free with the surf. This shows htat apart from their devilish side, they also have the value of family and friendship with the younger generation. The Bra Boy’s value towards the beach is shown to be their lifesaver. The beach and surf is everything to them. Sunny Abberton, a Bra boy said â€Å"The surf, had saved so many kids around here, that have led them to a lifestyle of the ocean instead of a lifestyle in crime. † Showing that the beach has saved them on accounts and they have an optimistic value of the beach. Values of the Bra boys is brother ship, as they had each other’s back. When 2 people had a fight with authorities in a party during Christmas, everyone got into the brawl. This shows how the value of being together in the Bra boys is strong. One major values the boys have is having fun with others. In the serious of montages, the Bra Boys are shown to be jumping on each other, setting alight each other and each them jump off the cliffs and even jumping on a bus. This shows that they highly value fun in their lives as they want all the fun. This scene plays with the light hearted tune, this influences the value of fun in the Bra Boys life and their value of belonging as they do what they want and what they believe is right. That is the idenity presented as a Bra Boy. To have fun their own way. Survival and a sense of belonging. The Bra boys values of survival is shown as they survived from various gangs, depression, fights and drugs. They had shown that they want to survive for the beach, as it is their legacy. For the Bra Boys, they showed a sense of belonging by helping each other through tough times and helping the younger generations. The Bra Boy’s identity of attitudes is shown that they have each other backs and that they do not wish to do harm. Their attitudes towards the police is hatred as they were in a fight with the authorities. However, the authorities lost but the media had portrayed them to be the victims. The police thinks the Bra boys as criminals and always suspects them, thus they have a negative attitude towards the police. The attitude towards people similar to the bra boys in the past, cold, hurt ad alone. The Bra Boy’s have the attitude of being there for those to toughen them up and be the Bra boys just as the older Bra Boys did the same thing to them. The attitude towards Ma shows their love and symbolizes what Ma is to them. Their love and kindness in comparison the language used in the other parts of the film shows how they value and their attitude towards their caretaker and the start of the Bra Boys. Their tone and voise is different in comparison to the other tones that is used. Not only that, there is something that is only presented in this scene that the Bra Boys does. This type of body language shows their affectiong and their attitudes towards Ma as she is the most important person to the Bra Boys. They Hugged her.

Human Resource: General Electrics and Samsung Essay

1. The comparison between Samsung and GE in terms of staffing process The Recruitment and Selection Process is one of the basic HR Processes. Recruitment and Selection are very sensitive as many managers have a need to hire a new employee and these processes are always under a strict monitoring from their side. The Recruitment and Selection Process must be simple and robust enough to operate excellently in the moment of the insufficient number of candidates on the job market. Also, the process must be also able to process a large number of candidates within given time. The clearly defined Recruitment and Selection Process is a key to the success of any Human Resources Department. To assess companies and to make a comparison regarding HRM practices in different countries, we selected GE in the U.S and Samsung in Korea. The main reason is that there are several differences in terms of hiring and training process. When it comes to hiring new employees, the recruitment and selection add values to HR Processes. The recruitment is about the ability of the organization to source new employees, and to keep the organization operating and improving the quality of the human capital employed in the company. The quality of the recruitment process is the main driver for the satisfaction of managers with the services provided by Human Resources. The main goal of the recruitment and selection is about finding the best recruitment sources, hiring the best talents from the job market and keeping the organization competitive on the job market. The recruitment and selection processes are about managing and choosing the right candidates from the high volumes of job resumes. The described process that companies have their unique value and culture helps to set and achieve the right limits. The performance of the recruitment process has to be measured, analyzed, and new so that innovative recruitment solutions can be implemented. First of all, we found out that Samsung has a different value of selection in which mainly focuses on hiring new entry level of employees throughout their recruitment process. They basically provide standard test called SSAT to assess candidates’ ability based on creativity, sense of judgments, and flexibility of thinking. After that, they have individual interview process with selected candidates by SSAT. It is clear that they focus on hiring employees who have potentials that will fit into organization. They also encourage prospective employees to have the ability of global talent, specialization for the job that will be assigned and strong sense of challenge. On the other hand, we noticed that GE has different value of selection of candidates in terms of HRM. Most of all, GE’s selection period can be described as mainly focusing on skilled and experienced level of employees who have at least 5 year’s experiences related to the job position. Since Jeff Immelt took a place as CEO, they have built a solid concept of recruitment based on the ability of imagination, problem solving, building creativity and leading skills of employees. According to their strategy, it is clear that they require employees to have the highest quality of talent based on the level of experiences and education regarding job requirement. Although there are somewhat similarities between two companies to select the level of new employees based on pursuing the importance of genius and perfection, it is clear that they have the different values emphasized on employees that have a great deal of impact on building the organization. Those factors are mainly contributed to the different culture in different country that has built throughout the history of cultural tradition. Samsung mainly focuses on emphasizing the culture of unity based on collectivism, and when it comes to GE, the strong sense of initiative and passion play an important role in building organization culture disregarding the fact that which level of position employees are in based on individualism. From the different value of staffing in terms of HRM practice from two companies, it will be hard to select which one is more productive and attractive, but it is sure that the companies have their unique ego to make employees fit into the organization’s value and culture. 2. The comparison between Samsung and GE in terms of compensation. The second different practice between two companies is the value of compensation to which plays an important role in motivating employees and achieving companies’ goal. The most effective reward and compensation systems align with objectives, outcome-based evaluations of employee performance. Each employee’s performance measurement should reflect the organization’s business strategy and financial goals. Compensation should also reflect the employee’s performance level and his/her contributions to the organization’s success. Sometimes compensations from the wrong practices occurred by nepotism and stereotypes, prevent organizations from achieving strategic goals. Hence, organizations need to align their compensation and reward systems with performance and fair-based criteria to increase productivity and to achieve sustainable growth while motivating employees. Samsung’s compensation scheme is mainly based on compensation without discrimination and compensation for performance to ensure internal impartiality and external competitiveness. Those on the same position are given the same amount of base salary disregarding gender, nationality, religion, social status, or age. On top of it, differentiated compensation is only made by individual performance in terms of productivity. In other words, individual performance for productivity-based outcome is the only indicator to determine individuals’ rewards throughout the year. Therefore, we found out that Samsung’s core value for employee’s compensation highly focuses on individual performance and productivity when motivating employees. On the other hand, GE practices not only individual productivity-based compensation but also adds some more values based on the behavioral performance such as the sense of leadership and the planning for self-development. We noticed that GE’s compensation system has two main values: to motivate employees and to find the high level of potential employees throughout the compensation and reward planning. To achieve GE’s compensation system’s objectives, they evaluate the employees with variable perspectives of assessment. For example, EMS, 9 Matrix, 9 Block, Planning for self-development, Session C, are the programs they evaluate employees for successful compensation planning in the organization. It is clear that the compensation and benefits processes belong to the most important HR Processes. They are critical for organizations no matter which type of structure and value the companies have. We think that organizations need to point out that the need for the transparency in the compensation practices in the organization and keeping the internal fairness. We also believe that the compensation and benefits have to supervise the development of new compensation systems, keeping the general rules for the design of the compensation component. Summing up, throughout variable practices of HRM, we learned how organizations achieve their goals and build competitive advantages based on their unique value and culture. Although Samsung and GE have somewhat different strategies and systems to operate their organizations, we think we need to understand the core value of HRM process to evaluate the culture and environment in each organization.

Communication Press Release Essay Example

Communication Press Release Essay Example Communication Press Release Essay Communication Press Release Essay For Immediate Release: Sudden Departure of XYZ, LLC Chief Financial Officer XYZ, LLC is restructuring to compete in a difficult economy San Diego, October 5, 2011 – XYZ, LLC announced Alex Martin, the company’s Chief Financial Officer (CFO), has resigned effective October 5, 2011. Alex Martin has replied no comment about the sudden departure, but XYZ, LLC reported he is pursuing other career opportunities. Industry experts speculate the resignation is due to the company’s impending financial crisis. The organization is appointing interim CFO June West as the new CFO. Alex Martin joined XYZ, LLC in 2006 as Chief Financial Officer. He has helped the company reinvent its operating model and accounting procedures. XYZ, LLC is a dynamic company with a bright future said Interim CFO June West. â€Å"The company will be restructuring, and I will be facilitating the transition process in the months to come. † West states the restructure will help solidify this company’s position in the realm of accounting firms, by reallocating company assets and implementing new accounting standards. She adds that, â€Å"Our goal is to form partnerships where both parties benefit we want to build life-long relationships with our clients. â€Å"XYZ, LLC was founded on integrity and honesty and that is the basis of every project we undertake. † XYZ, LLC will be holding an Annual General Meeting to address concerns of shareholders, and discuss further business matters due to the restructure and the sudden CFO resignation. The organization restructure is expected to give XYZ, LLC a new competitive edge in an indust ry faced with a difficult economy. Notice of Annual General Meeting: Today XYZ, LLC declared they will post resignation information to shareholders along with a Notice of an Annual General Meeting (AGM). The AGM will be held on October 12, 2011 at 1 pm in the Balboa Events Center for Business, San Diego, California. The Annual Meeting Notice lists the following objectives as: 1. Implementation of the Companys Annual Report for the 2011 fiscal year; 2. To dismiss Alex Martin from XYZ, LLC effective immediately; 3. To appoint June West as new Chief Financial Officer effective immediately; 4. To outline impending organizational structure changes. For more information visit, www. xyzllc. com, email [emailprotected] com or call 1-888-888-8888. About XYZ, LLC XYZ, LLC is at the forefront of the accounting industry. Its committee has a combined total of more than 75 years of business, accounting and financial experience. MEMORANDUM TO: Tom Stiles FROM: Accounting Department, Charlene Brown CPA DATE: 10/5/2011 SUBJECT: CFO Resignation As you are aware, Alex Martin has suddenly resigned from the company. We have obtained information from The U. S. Securities and Exchange Commission (SEC) that they will be investigating our companys accounting practices. Due to the impending investigation, the SEC has requested certain documentation to be provided for them. A subsequent memo will be attached outlining each request of the SEC for you to look over. Due to the fact that XYZ, LLC is a publicly traded company with an investigation approaching, coupled with the unexpected departure of the CFO, our company is legally required to issue a public notice. I have attached a copy of the Press Release to be posted, please review this at your earliest convenience. The company must take into consideration our external stakeholders and their feedback regarding these matters. Furthermore, there must be an ethical exchange of information between the SEC and our organization. It is imperative that we supply shareholders with all required information in a calm demeanor, since possible rumors could undermine company values. There needs to be a balance, shareholders want to know their investments are safe, but business practices must be performed in an ethical manner according to SEC guidelines. Great care should be taken in notifying the public in this situation, the value of communication should not be underestimated. The public may be influenced by negative information from unreliable sources, such as tabloids and media. It is our hope that this press release will ease any concerns the public may have regarding the financial viability of the organization. The CFO in any business plays a major role in the financial future of the company. A sudden departure in this leadership position could pose financial risks for any business, so rumors may surface rapidly. It is expected that the press release will achieve the goals of the organization and diminish any public negativity. The press release was created to improve and build on our rapport with our employees, customers, investors, shareholders, and the general public. This release will help facilitate a perception about the risk and profitability of our business that will transform the public opinion. Upon completion of the investigation by the SEC, a follow-up release may be required. This memo is provided to keep you informed of the many changes to come at our organization. Please review the information in its entirety and if you have any concerns or questions feel free to contact me at [emailprotected] org. References Sietel, P. Fraser (2011), The Practice of Public Relations, ISBN: 9780136088905 copyright  © 2011  Pearson Education, Inc.

Free Essays on McDonalds

McDonald’s is a company that operates, franchises, services, and continually grows in the quick service restaurant business. According to McDonald’s, approximately 80% of McDonald’s restaurants are in eight markets: Australia, Brazil, Canada, France, Germany, Japan, the United Kingdom and the United States. McDonald’s has restaurants all over the world in 121 countries serving 46 million customers each day. McDonald’s also has other partner restaurants with brand names such as: Aroma Cafà ©, Boston Market, Chipotle and Donatos Pizzeria generating $1 billion in annual sales collectively. McDonald’s is comprised of many restaurants that are operated by the company, however they also have a large amount of franchises. Under the terms of the franchise arrangements, the franchisees are operated under joint-venture agreements. McDonald’s relies heavily on its franchising activities with approximately 70% of the restaurants being owned and operated by independent business people all over the world. The company is an equal opportunity franchiser with a proven 34% of franchiser and 70% of applicants being US minorities and women (McDonald’s, 2002). McDonald’s offers support in all areas of franchising from operations, training, advertising and marketing to real estate, construction, purchasing and equipment. In 2001, franchise sales amounted to 24,838 million dollars with company-operated sales and affiliated sales amounting to 15,297 million dollars (McDonald’s, 2002). McDonald’s also maintains a strong sense of social responsibility. They are responsible for many contributions to local community development, disaster relief, educational programs, worldwide recycling, resource conservation, and waste reduction programs and of course the Ronald McDonald House Charities. In 2001, McDonald’s has $1,419,800,000 for their outstanding efforts of goodwill. There are a lot of factors that make McDonald’s into a g... Free Essays on McDonald's Free Essays on McDonald's McDonald’s is a company that operates, franchises, services, and continually grows in the quick service restaurant business. According to McDonald’s, approximately 80% of McDonald’s restaurants are in eight markets: Australia, Brazil, Canada, France, Germany, Japan, the United Kingdom and the United States. McDonald’s has restaurants all over the world in 121 countries serving 46 million customers each day. McDonald’s also has other partner restaurants with brand names such as: Aroma Cafà ©, Boston Market, Chipotle and Donatos Pizzeria generating $1 billion in annual sales collectively. McDonald’s is comprised of many restaurants that are operated by the company, however they also have a large amount of franchises. Under the terms of the franchise arrangements, the franchisees are operated under joint-venture agreements. McDonald’s relies heavily on its franchising activities with approximately 70% of the restaurants being owned and operated by independent business people all over the world. The company is an equal opportunity franchiser with a proven 34% of franchiser and 70% of applicants being US minorities and women (McDonald’s, 2002). McDonald’s offers support in all areas of franchising from operations, training, advertising and marketing to real estate, construction, purchasing and equipment. In 2001, franchise sales amounted to 24,838 million dollars with company-operated sales and affiliated sales amounting to 15,297 million dollars (McDonald’s, 2002). McDonald’s also maintains a strong sense of social responsibility. They are responsible for many contributions to local community development, disaster relief, educational programs, worldwide recycling, resource conservation, and waste reduction programs and of course the Ronald McDonald House Charities. In 2001, McDonald’s has $1,419,800,000 for their outstanding efforts of goodwill. There are a lot of factors that make McDonald’s into a g...